Jane Veart
January 2014
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I need to give someone some difficult
feedback.
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I’m struggling to make a decision.
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

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Situation
Behaviour
Impact
Action
This can be used for both positive feedback and
developmental feedback.

The tool helps you avoid making assumptions
that may be incorrect.

People will understand exactly what it is that
you are commenting on and why.

Feedback needs to be specific.
Start by being clear about the situation…
“ In our team meeting this morning when we
were discussing X…”
or
“Yesterday in your presentation to the board…”
Next describe the behaviour you observed (not
any conclusions you have drawn from it).

“In our team meeting this morning when we
were discussing X, you talked over me several
times when I was giving my view”
Or

“Yesterday in your presentation to the board, I
noticed calculation errors in your data and you
were unsure about three of the slides…”
Next explain the impact their behaviour has had
on you or others…

“…you talked over me several times when I was
giving my view on X. I felt unvalued and that my
opinions didn’t matter.”

“…I noticed calculation errors in your data and
you were unsure about three of the slides. I felt
embarrassed because the entire board was
there. I'm worried that this has affected the
reputation of our team."
At this point you need to allow the person time to
take in what you’re saying and respond.
Finally discuss what they could do to change this
behaviour in the future:

“….In our next meeting it would be good if you
can allow me to finish what I am saying before
you give your views”.

If their behaviour had a positive impact, explore
how they can build on this.
Situation
Define the where and when of the situation you're referring to.
Behaviour
Describe the specific behaviours that you observed directly.
Impact
Describe how the other person's action has affected you or
others.
Action
Allow the other person time to absorb what you have said, and
then discuss specific actions that will help them to improve or
build on it.
3 C’s: Cool, Calm, Collected
Four simple questions which can be used…
 When a coachee has a difficult decision to make.
 When a coachee is procrastination about doing
something.
 In the GROW model when you are checking the
options back to reality.
Can be used very obviously (i.e. with a “worksheet”)
or very subtly by the coach in their questions.
What do I gain if I do?
What do I gain if I don’t?
Decisions,
What do I lose if I do?
Decisions,
Decisions!
What do I lose if I don’t?